Probably the Middle East is one of the strongest geographies for Strategy&.

Despite the merge with PwC has somehow made less premium Strategy& positioning, it remains one of the leading consulting firms in ME;

The work culture doesn't have anything different from the work culture in other geographies, even if the relationship with the Clients can differ actually

The number of different nationalities you may find in the consulting offices of Dubai or Doha (for instance) is really high. Even if being an Arabic speaker is an advantage, there are plenty of expat working in the region.

Clearly the ME market is much different from a mature market, and this influence a lot the kind of project you could join over there (e.g., more growth strategy/market entry, less cost reduction)

Probably the Middle East is one of the strongest geographies for Strategy&.

Despite the merge with PwC has somehow made less premium Strategy& positioning, it remains one of the leading consulting firms in ME;

The work culture doesn't have anything different from the work culture in other geographies, even if the relationship with the Clients can differ actually

The number of different nationalities you may find in the consulting offices of Dubai or Doha (for instance) is really high. Even if being an Arabic speaker is an advantage, there are plenty of expat working in the region.

Clearly the ME market is much different from a mature market, and this influence a lot the kind of project you could join over there (e.g., more growth strategy/market entry, less cost reduction)

Related case(s)

LightFast - Launching high-speed broadband in IndonesiaYour client is the CSO of LightFast, a Middle-Eastern telecoms and media player. They are a national incumbent player who expanded operations into South-East Asia and North Africa in late 2010s. Their operations in Indonesia include pay-TV and fibre-optic broadband. However, the broadband business has flat-lined since launch.
LightFast is now looking to reset its Indonesian subsidiary and has asked you to advise them on whether they should re-launch or close operations.
They would like you to advice on the size of the opportunity if they were to re-launch in Y1, estimate the expected payback period and then highlight key considerations to make a go/no-go decision.

Your client is the CSO of LightFast, a Middle-Eastern telecoms and media player. They are a national incumbent player who expanded operations into South-East Asia and North Africa in late 2010s. Their operations in Indonesia include pay-TV and fibre-optic broadband. However, the broadband business h ... Open whole case